Building dynamic capabilities in product development: How do contextual antecedents matter?

Prieto, Isabel M.; Revilla, Elena; Prado, Beatriz Rodríguez

doi:10.1016/j.scaman.2009.05.005

Cited by 83 publications

(63 citation statements)

References 60 publications

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“…Hence, dynamic capabilities describe a firm's potential to systematically solve problems by sensing opportunities, making timely and market-orientated decisions and adequately transforming its resource base [34], [35], [37]. Thus, dynamic capabilities are seen to be central in technology and innovation management [18], [38], [39].…”

Section: B Pm Governance As a Dynamic Capabilitymentioning

confidence: 99%

Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Urhahn

Spieth

2014

IEEE Trans. Eng. Manage.

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Past strategy and innovation research has basically ignored potential effects of portfolio management governance issues on portfolio innovativeness, and thereby on innovation management results such as firm performance. Building on the dynamic capabilities view, we hypothesize that portfolio management governance enhances firm performance by enabling higher levels of portfolio innovativeness through market and technological aspects. Our findings support the relevance of considering portfolio management governance to explain higher innovation outcomes. In particular, we can show that formality and explicitness, information support, as well as partial review frequency have a strong impact on the innovativeness of the firm's product portfolio. Consequently, higher technological and market innovativeness drives firm performance. We derive implications for both managers and researchers.Index Terms-Dynamic capability, innovation project portfolio management, managing portfolio governance, portfolio innovativeness, quantitative study.

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Section: B Pm Governance As a Dynamic Capabilitymentioning

confidence: 99%

Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Urhahn

Spieth

2014

IEEE Trans. Eng. Manage.

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“…The few empirical support often do not address the origins of capabilities development (Felin and Nicolai, 2009). The lack of consensus on DC (Arend and Bromiley, 2009;Prieto et al, 2009) has led to alternative definitions (Barreto, 2010;Døving and Gooderham, 2008;Eisenhardt and Martin, 2000;Teece et al, 1997;Wang and Ahmed, 2007;Winter, 2003;Zahra et al, 2006).…”

Section: Dynamic Capabilities (Dcmentioning

confidence: 99%

“…The sources of competitive advantage lie in the context of DC, with greater emphasis on capabilities than on resources because the value of resources in the context of dynamic markets tends to depreciate quickly (Collis and Montgomery, 2008). Resources remain important, not per se, but based on the configuration conferred by DC (Cavusgil et al, 2007;Liao et al, 2009;Morgan et al, 2009;Prieto et al, 2009), because it is not clear that all companies use their resources in the same ways, even those resources that are easily accessible. Instead, firms combine these resources with inside knowledge, in order to put together the pieces of a puzzle, to find solutions, and to achieve strategic and operational objectives.…”

Section: Dynamic Capabilities (Dcmentioning

confidence: 99%

Valuable, rare, inimitable resources and organization (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage?

Cardeal¹,

António²

2012

Afr. J. Bus. Manage.

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The resource-based view (RBV) argues that valuable, rare, inimitable resources and organization (VRIO) lead to competitive advantage. Dynamic capabilities (DC) are a comparatively new field and the related literature is mainly conceptual. Capabilities can be considered as the firm's routines and processes. We argue that the "O" in VRIO refers to DC. DCs are the "organization" needed to transform bundles of resources into competitive advantage. Consequently, does competitive advantage stem from VRIO resources or from VRI capabilities? Through a case study we analyzed the development of one capability in a medium-sized Portuguese footwear manufacturer. After reviewing the process of development of the capability, we performed a VRIO test for each of the resources it exploits and a VRI test of the capability. We can conclude that none of the resources contributing to the capability are VRIO, but the capability is VRI.

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“…competence, or -as the case may be -dynamic concept based on capabilities (e.g. Augier, 2007;, Hitt, 2011Mintzberg, 1967;Prieto, 2009;Salunke, 2011;Zhan, 2008). This concept emphasizes the ability of a company to form and develop its competences.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

An Analysis of Terminology of Concepts of Competitiveness in the Presentations of Strategic Development of Selected Car Manufacturers

Zich¹

2014

CEJM

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The primary objective of the presented research represents an evaluation of the terminology applied to the presentation of the strategic plans of companies. The purpose of the research was both an evaluation of the applicability of the terminology, defined in the theoretical level in the context of company practice, and -in a wider context -a search for links among the used approach of presentation, terminology and factual behavior of companies. The results show five key findings. First, the terminologies defined on the basis of the analysis of the three concepts of competitiveness share crucial common features. Second, the approach of the presentation used by the evaluated companies is still being developed, and reflects both external influences and internal aspects. Third, the manner used by the analyzed car producers is a rather significant element of its competitive behavior and, in a certain range, such a manner reflects the approach to the strategic development of competitiveness. Fourth, companies on a similar level of development tend to use similar way of communication. Fifth, the period of the economic crisis had less of a significant impact on the development of the communication of a company generally evaluated as less successful.

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Building dynamic capabilities in product development: How do contextual antecedents matter?

Cited by 83 publications

References 60 publications

Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Valuable, rare, inimitable resources and organization (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage?

An Analysis of Terminology of Concepts of Competitiveness in the Presentations of Strategic Development of Selected Car Manufacturers

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